Scathing report makes recommendations on Griffith high schools merger

A report into the merger of two Griffith high schools has been handed down, and it’s scathing. Find out what the recommendations are.

A scathing report has been released into how the joining of two Griffith schools was managed, both pre and post merger.

Griffith and Wade High Schools merged in 2019 to form Murrumbidgee Regional High School due to a “super school” model that was intended to improve choice in the area according to the NSW Department of Education.

Under the new model, one executive principal worked across the two campuses which are four kilometres apart - just one aspect that the UNSW report highlighted as a “poor” decision.

“The pre-merger period was controversial, with many lasting effects for staff, students, and the community,” the report, released on Friday, states.

“These effects have plagued the first few years of operation of MRHS with some staff struggling to accept the reform.”

Report authors asked students about the merger, with one student saying in 2019: “Have we even merged? It is not about what Griffith or Wade used to do, but what is Murrumbidgee doing?”

Anonymous parent submissions were also taken, with one parent saying: “This was supposed to be about creating more opportunities and choice. I am just not seeing that”.

According to the report findings, student wellbeing has remained stable, but staff wellbeing was below national benchmarks.

Naplan results from years 7 to 9 from 2021 revealed results above the state average in reading and numeracy, indicating a positive trend for student outcomes.

However, the report stated: “Overall NAPLAN and HSC outcomes at the school remain over-represented in the bottom- and middle- two bands, and under-represented in the top-two bands”.

The report makes 14 recommendations to the Department of Education:

1. All decisions regarding changes to the existing provision of education should be communicated to school staff prior to public announcement.

2. The rationale and supporting data be presented to staff to support the decision and used as criteria for evaluation.

3. Community consultation seeking feedback on proposals should explicitly and demonstrably integrate feedback in the final product.

4. Within existing Industrial Relations requirements, once the new principal appointment is enacted, transition to new leadership and governance arrangement should be fast tracked.

5. For all new consolidation projects, staff from both sites need to be actively engaged and accountable for the development of local policies and procedures in a timely manner to be implemented at the commencement of the new school.

6. In future consolidation projects, the DoE does not consider the ‘one school – two sites’ model as an option if the goal is to build a single school culture focused on improving outcomes.

7. Executive principalship of a ‘one school – two sites’ model needs to have matching deputy principal and head of department position descriptions to ensure site-based authority for decision making and day-to-day operations.

8. The ‘one school – two sites’ model requires a new performance framework that explicitly articulates responsibilities AND accountability for delivering on school-level strategic initiatives.

9. To sustain, if not improve, staff well-being during workplace change requires an explicitly articulated purpose (e.g. improving student outcomes), coherence of activities (including responsibilities and accountability for delivery) and working with staff to monitor activities against the articulated purpose.

The report revealed teacher wellbeing at Murrumbidgee Regional High School in Griffith fell under the national average. Picture: Supplied

10. Non-teaching staff (e.g. SAM, SASS, SLSO, GA) need to be included in school-level decision-making that directly impacts on their work and working conditions.

11. The ‘one school – two sites’ model requires careful planning of regular and purposeful activities to bring students (and staff) from both sites together to build a shared school identity.

12. Establishing equivalent teaching and learning programs across sites is the priority task for school consolidation projects based on ‘one school – two sites’ model.

13: Students, parents and the community need to be made aware of the criteria to make a course offering viable and alternatives if courses are not available on-site to ensure informed decisions.

14: Consolidation projects require careful planning and resourcing of communication and promotion strategies to disseminate key information and performance messages to the community.

The report criticises the New South Wales Department of Education handling of the merger of the school and stated “ the reform of public secondary education in Griffith remains controversial”.

However a NSW Department of Education defended the merger, stating: “We’re committed to ensuring students at Murrumbidgee Regional High School continue to get the best education they deserve.

“That’s why we commissioned UNSW to carry out an independent report into the merger of the two schools in Griffith to help us evaluate the one school – two sites model.

“We’ve taken onboard all 14 recommendations and acknowledge the challenges that the model has presented in Griffith.

“We will continue to monitor the progress at the school and are proud of the staff and students and their ongoing commitment to working together as one school.

“Our Strategic Improvement Plan for the school clearly sets out how we plan to support student and staff wellbeing and focus on cross-site collaboration.

“This includes both sites participating in school development days and staff meetings together, as well as combined sporting teams, graduations and common teaching and learning programs across all stages.”

Murrumbidgee Regional High School’s principal was contacted for comment, as was the report author Professor Scott Eacott, but both declined to comment.